Question

As a newly started organization in the IT sector, Saksha IT is a fast-growing 400-employee organization. Its head, Saksha Kumar, believes in building an organization driven by humility. Which of the following policies would best help him achieve that?

• A. Employees shall, in their annual evaluation form, be asked to acknowledge three of their shortcomings, overcoming which will make them better.
• B. Employees shall be asked to share with their peers three shortcomings they had noticed about their peers.
• C. The immediate superiors would suggest three shortcomings their subordinates have to work on in a given period.
• D. Everyone, beginning with Saksha, shall be asked to share three of their weaknesses, in a public forum.
• E. Employees shall be asked to overcome three shortcomings in the following year. Improvement, if noticed, would attract rewards.

Hint:

For culture-building questions, prefer options where leaders \emph{model} the desired value (here: humility) and where practices increase psychological safety (shared vulnerability) instead of blame, surveillance, or reward-gaming.

Answer 1

The Correct Option is D

Step 1: Define what “organization driven by humility” entails.
Humility in organizations = \emph{modeling vulnerability from the top}, openness about limitations, and psychological safety that normalizes learning and feedback. Policies that \emph{demonstrate} humility—especially by leaders—are more powerful than those that merely \emph{require} humility from others.


Step 2: Evaluate the options against the goal.
(A) Private self-acknowledgment in annual forms promotes reflection, but it is \emph{private and procedural}, not cultural; limited impact on collective norms.
(B) Asking employees to list peers’ shortcomings encourages criticism of others rather than self-reflection; risks defensiveness and undermines trust—\emph{anti-humility}.
(C) Superiors listing subordinates’ shortcomings is top-down fault-finding; reinforces hierarchy and fear, not humility or psychological safety.
(D) Leader-led, public admission of weaknesses sets a visible \emph{norm of vulnerability}. When the head goes first, it reduces stigma, equalizes the room, and signals that learning>ego. This directly cultivates a humility-driven culture.
(E) Tying “overcoming shortcomings” to rewards makes it a \emph{performance target}, inviting impression management and checkbox behavior rather than genuine humility.


Step 3: Conclusion.
Only

(D) operationalizes humility through visible leader behavior and shared vulnerability, thereby shaping culture rather than just process or compliance.

Final Answer: \[ \boxed{\text{D. Everyone, beginning with Saksha, shares three weaknesses in a public forum.}} \]